Essays on Communication Issues at Mirror Image Case Study

Download full paperFile format: .doc, available for editing

The paper "Communication Issues at Mirror Image" is a great example of a case study on management.   Mirror Image needs a complete overhaul in the communication system between management staff and factory employees. After careful analysis of information collected through the CEO and the staff survey, it is clear that there are many factors which are prohibiting good communication. With the help of great pre-existing research, this report identifies several major issues. Lack of trust in the management team has led to minimal communication, as the workers feel that this protects them from victimization.

I suggest the following action be taken: Invest in communication training for all employees of the organization. Actively encourage ‘ two-way’ communication between managers and workers. Create a transparent workplace Invest in communication courses for managers that deal with open conversation. Encourage the managerial team to adopt a consultative type of leadership communication. Re-evaluate all factory employees and re-assign them to their proper work stations depending on the skills they have. Invest in employee training. This will help the employees gain new skills. Advocate for team projects. These will help the employees gain trust in working with each other. Organizing company retreat events with challenges to foster team unity within the company. Encourage direct communication of instructions instead of memos. 1.0 Introduction Mirror image is a medium-size company that deals with the manufacturing of mirrors.

It has 100 factory workers and 20 management staff five of them being senior managers in the company. The chief executive officer of mirror image, Mr. Tama Wilson has commissioned this report to help identify assess the current state of communication in his company and also identify communication problems within the company especially between the managers and the workers.

To achieve that I will be conducting an anonymous survey with the help of the human resource department of the organization. The survey is a rating type where the company staff will be given five options to choose from. The five options are 1) completely disagree 2) mostly disagree 3) neither agree nor disagree 4) mostly agree and 5) completely agree. The employees will be given the opportunity to complete and hand in the surveys anonymously. 2.0 Analysis of Communication issues at the mirror image The surveys were uniquely engineered for each category of staff depending on their work position in the company.

This will help us know the ineffective and effective methods of communication used. First is the Managerial survey which had five survey questions. The questions evaluated whether the managers seek their employees’ input in decision making, whether they closely supervised their subordinates, whether they considered themselves approachable managers in the workplace if they customized their communication with the employees to fit certain situations, whether they considered their work to be ‘ political’ , whether they are satisfied with their jobs and if they were committed to the organization. On the factory workers survey aimed to find out if employees had a clear idea of what their job was, if they were satisfied with the job, the performance evaluation, how they are treated at work, whether they trust their fellow workers, whether they are comfortable with the intentions of the managerial team and if they are comfortable voicing their concerns to the senior managers among other questions.

References

Anna Assad, D. m., 2013. significant factors contribute workplace satisfaction. [Online]

Available at: http://everydaylife.globalpost.com/5-significant-factors-contribute-workplace-satisfaction-13029.html

[Accessed 6 April 2014].

Fairwork, 2010. Workplace discrimination. [Online]

Available at: http://www.fairwork.gov.au/Resources/fact-sheets/workplace-rights/Pages/unlawful-workplace-discrimination-fact-sheet

[Accessed 6 April 2014].

Hackbarth, N., 2013. 7-tips-managers-increase-engagement-employee-communication. [Online]

Available at: http://www.quantumworkplace.com/7-tips-managers-increase-engagement-employee-communication/

[Accessed 6 April 2014].

Image, M., 2014. Survey [Interview] (April 2014).

Nicholls, S., 2012. Imrove internal communication. [Online]

Available at: http://www.theglobeandmail.com/report-on-business/small-business/sb-tools/top-tens/improve-internal-communication-with-these-10-tips/article4256432/

[Accessed 4 April 2014].

podmoroff, D., 2013. Work politics. [Online]

Available at: http://www.mindtools.com/pages/article/newCDV_85.htm

[Accessed 6 April 2014].

prichard, d., 2013. Communication exersise formal report, s.l.: david prichard.

Simmons, B. L., 2010. study on employee distrust. [Online]

Available at: http://www.bretlsimmons.com/2010-04/maritz-study-on-employee-distrust-for-leadership/

[Accessed 6 April 2014].

Switzler, A. & Kevin, P., 2009. Crucial Conversations. 2nd edition ed. s.l.:Switzler, Al.

theory, C., 2011. Leadership-styles. [Online]

Available at: http://communicationtheory.org/leadership-styles/

[Accessed 6 April 2014].

Download full paperFile format: .doc, available for editing
Contact Us